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Abstract

In this paper, we attempt to address the role of outsourcing models (Global Delivery, Global Shared-services, and Build-Operate-Transfer Models) on vendor knowledge integration, i.e., the understanding of the project requirements and client needs by the vendor. Specifically, the paper examines the role of team identification, requirements ambiguity, and infrastructure diversity in vendor knowledge integration, and the moderating effect of the type of outsourcing model on the respective relationships of these factors with vendor knowledge integration. A knowledge-based view and the theory of social exchange are utilized. Using a sample of 66 outsourced software development clients, we show that team identification and infrastructure diversity influence vendor knowledge integration, which in turn influences project success. Further, use of appropriate outsourcing model has a moderating effect on the relationship of independent variables on the outcome of Information System Development projects.